He already has a plan. He formed it the moment you mentioned the project. His mental org chart for who does what exists before you agreed to anything. This is the challenge of working with The Project Master. His focus is an asset. The trick is making room for yours too.
Practical Techniques
Define Roles Before You Start
Before the work begins, say who handles what.
Say: “I’ll take the research and the writing. You handle the build and the testing. We check in at the halfway point.”
He works well with clear boundaries. So do you.
Agree on the Goal Before the Method
Start with the end result. Get him to confirm it.
Say: “We want a system that removes the manual step every Friday. Are we agreed on that?”
Once the destination is shared, the method is negotiable. Without agreement on the destination, you are working on two different projects.
Name His Contribution During the Work
When his input makes a real difference, say so at the time.
Say: “Your timeline caught something I would have missed. That saved us a week.”
He needs to know his contribution registered. That confirmation keeps him collaborative rather than controlling.
Why This Works
The Project Master defaults to full ownership when structure is unclear. Clear roles and a named goal give him boundaries to work within. Explicit acknowledgment tells him the collaboration is working. All three together reduce the pull toward solo control.
Hold Your Ground
Appreciating his skills does not mean accepting his plan without question. Say what you think. He respects directness more than deference.